Discuss the level of change readiness in the case and suggest two (2) steps to be taken to prevent issues with change readiness in the future

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Implementing CRM Across 3CA Ian was marketing and sales director for 3CA, responsible for increasing sales across all market sectors in Australia. 3CA was an international organisation with offices in Europe, Australia, New Zealand, Singapore, and Malaysia. Each country office operated largely independently, but they were encouraged by the global executive to co-operate where clear synergies were identifiable. Nine months previously, the country CEOs for Australia and New Zealand met at a conference. The New Zealand CEO expressed serious interest in the customer relationship management (CRM) system that Ian and his team had recently designed and implemented in Australia. Implementation of the system was believed to have contributed to an 8-10% improvement in customer retention over a 12-month period, and the system had been recognised as outstanding by marketing industry associations. Ian was regularly called on to talk about his work at industry events. The Australian CEO volunteered Ian to work with his counterpart in New Zealand to explore the potential benefits of implementing the system in New Zealand. Ian approached the task with great enthusiasm, but found his counterpart, a woman named Anna Williams, to be less enthused. She believed that their existing systems were fit for purpose and that to embark on a new systems implementation project would be a distraction to the business. She was nevertheless instructed by her CEO to participate in a joint study. In the early stages of the project Ian quickly realised that the Australian system would be relatively easy to install and would probably deliver similar benefits in New Zealand to those delivered in Australia. The biggest piece of work would be helping sales and marketing staff to understand how best to utilise the system, rather than the installation of the system itself. Anna did not put much effort into the project, but nor did she present any obstacles, allowing Ian to talk to all of her staff, most of whom became excited at the prospect of being able to work with the new system. At the end of six months Ian prepared a preliminary report outlining benefits, drawbacks, and risks attached to installing the new system. The report made an overwhelming case for moving ahead with implementation. Anna did not contribute OC Implementing CRM Across 3CA Ian was marketing and sales director for 3CA, responsible for increasing sales across all market sectors in Australia. 3CA was an international organisation with offices in Europe, Australia, New Zealand, Singapore, and Malaysia. Each country office operated largely independently, but they were encouraged by the global executive to co-operate where clear synergies were identifiable. Nine months previously, the country CEOs for Australia and New Zealand met at a conference. The New Zealand CEO expressed serious interest in the customer relationship management (CRM) system that Ian and his team had recently designed and implemented in Australia. Implementation of the system was believed to have contributed to an 8-10% improvement in customer retention over a 12-month period, and the system had been recognised as outstanding by marketing industry associations. Ian was regularly called on to talk about his work at industry events. The Australian CEO volunteered Ian to work with his counterpart in New Zealand to explore the potential benefits of implementing the system in New Zealand. Ian approached the task with great enthusiasm, but found his counterpart, a woman named Anna Williams, to be less enthused. She believed that their existing systems were fit for purpose and that to embark on a new systems implementation project would be a distraction to the business. She was nevertheless instructed by her CEO to participate in a joint study. In the early stages of the project Ian quickly realised that the Australian system would be relatively easy to install and would probably deliver similar benefits in New Zealand to those delivered in Australia. The biggest piece of work would be helping sales and marketing staff to understand how best to utilise the system, rather than the installation of the system itself. Anna did not put much effort into the project, but nor did she present any obstacles, allowing Ian to talk to all of her staff, most of whom became excited at the prospect of being able to work with the new system. At the end of six months Ian prepared a preliminary report outlining benefits, drawbacks, and risks attached to installing the new system. The report made an overwhelming case for moving ahead with implementation. Anna did not contribute OC

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In the case of implementing CRM across 3CA the level of change readiness appears to be mixed While I... View the full answer